Stage 2 Report: Derbyshire Recommendations
PART OF D2N2 TOURISM IMPACT STUDY JAN 2014
PREPARED BY COLLIERS PREPARED FOR THE D2N2 LEP INTERNATIONAL & AMION
COLLIERS INTERNATIONAL PROPERTY CONSULTANTS LIMITED Company registered in England and Wales no. 7996509 Registered office: 50 George St London W1U 7DY
Tel: +44 20 7935 4499 www.colliers.com/uk
Version Control Status FINAL Project ID JM16545 Filename/Document ID Stage 2 D2N2 Report Derbyshire 031213 Last Saved 17 January 2014 Owner R Abushena, C Melia Director C Melia
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 TABLE OF CONTENTS
1 Executive Summary 4 1.1 Introduction 4 1.2 Current Position 4 1.3 Planned Investments 5 1.4 Recommendations 5
2 Introduction 8 2.1 Background 8 2.2 This Report 8
3 Market Summary 10 3.1 Area Covered 10 3.2 Market 10
4 Product Audit Summary 12
5 Planned Developments 17
6 Recommendations 21 6.1 Introduction 21 6.2 Access 21 6.3 Attractions 25 6.4 Accommodation 32 6.5 Conferences & Exhibitions 33 6.6 Destinations & Hubs 34 6.7 Entertainment & The Arts 37 6.8 Festivals & Events 38 6.9 Night-Time Economy 39 6.10 Activities & Sports 40 6.11 Retail 42 6.12 Food & Drink 43 6.13 Visitor Services 45 6.14 Other 47 6.15 Summary 49
7 Tourism Impact Toolkit 55 7.1 Introduction 55 7.2 Purpose and Scope 55 7.3 Assessing additionality 56 7.4 Tourism Impact Toolkit 58 7.5 High-level worked example 69
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1 EXECUTIVE SUMMARY
1.1 INTRODUCTION
This is the second stage of a two stage study on behalf of the D2N2 LEP. It covers the Derbyshire and Peak District area.
The first stage provides a baseline assessment of the existing tourism offer. This report identifies the gaps in the current offer and makes recommendations about investment priorities which could be made to improve the experience across the area.
The recommendations should inform the Destination Management Plan for Visit Peak District and Derbyshire (VPD).
The recommendations fall into two categories; those which can be implemented by VPD and other public bodies, and those which need to be brought forward by private and third sector bodies. In the latter case, the purpose of this report is to recommend that suitable support is provided to these schemes when it is possible to do so.
1.2 CURRENT POSITION
The area is made up of a number of distinct destinations: Derby city, the Peak District National Park, the rest of Derbyshire and The National Forest. Within each of these there are a number of destination towns and villages.
The Derbyshire/ Peak District area has access to an extremely large day visit market, being located in one of the most populous areas of the UK. There is however relatively few overnight trips compared to other similar counties with national parks, such as Cumbria.
Spend levels from both day and staying visitors are also comparatively low.
The area has a good number of strengths including (inter alia): excellent access to the ‘gateway’ cities and towns; stately homes of national and international repute, including Chatsworth; some very popular market towns and villages; a growing reputation for cycling and some excellent cycling trails and multi-use sports arena.
There are also a number of weaknesses such as: poor public transport links within the National Park; a lack of hotel stock within the National Park, particularly branded hotels; some tired towns and villages that are nevertheless popular visitor hubs; variable quality of retail and food and drink.
The biggest weakness however is the inconsistent branding that is applied to the area and which adds to the lack of clarity amongst visitors about what and where the destination is.
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1.3 PLANNED INVESTMENTS
There are committed developments of over £807m in the pipeline which will improve the overall visitor offer.
These developments include: the redevelopment of The Crescent in Buxton as a 5* spa hotel; a major new activity resort outside Chesterfield; a new train station at Ilkeston; the first phase of a major redevelopment of Cromford Mills; further investment in the cycling infrastructure in the National Park and a new velodrome/multi use sports arena in Derby City.
1.4 RECOMMENDATIONS
The following table summarises the recommended investments to be delivered by the public sector. They have been grouped by delivery partner and categorised as High, Medium or Low deliverability. The relative potential impact is also shown. In some cases High deliverability actions may only deliver a Low impact but are easy to achieve and therefore should be addressed relatively quickly. Other actions which are High potential impact are very challenging and may involve a number of factors which can’t be controlled. For this reason, some have been classified as Low deliverability.
Action Category Deliverability Relative Impact
Visit Peak District
Public transport – rail improvements Access H H
Public transport – Hopper bus Access M M
Public transport – cycle friendly Access M M buses
Public transport – integrated Access L L information
Serviced accommodation Accommodation H H development (of a very specific type of accommodation which would have a high impact)
Accommodation (variable quality) Accommodation H M
Gateway cities & towns promotion Destinations & M L Hubs
Destination development strategies Destinations & H H
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Action Category Deliverability Relative Impact – market towns Hubs
Visitor research Destinations & H H Hubs
Expand Derbyshire food & drink Food & Drink M L programme
Visitor information review Visitor Services H M
Place branding and signage Visitor Services M M
Brand Other H H
Mobile & broadband connectivity Other L L
Derby City Council
Coach Parking Access L L
Dedicated conference venue Conferences & M H Exhibitions
New theatre, Derby Entertainment M M & the Arts
Strategy for sustainability, cultural Entertainment H H venues & the Arts
Outdoor events spaces Festivals & M M Events
Pavement culture, Derby Night time M M Economy
Promote purple flag Night time L L Economy
Develop Derby City as cycling Activities and H M friendly Sports
Retail improvements Derby Retail M H
Derby Market Hall development Food & Drink M M
Derbyshire County Council
Buxton Museum re-development Attractions L L
Cycle trails Activities H M
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Action Category Deliverability Relative Impact
Cycle hubs Activities H M
Development of trails along WHS Activities M L
Archaeological Way Activities H L
PDNPA
Cycle friendly business support Activities H M
Chesterfield BC
Pavement Culture, Chesterfield Night time M M Economy
Northern Gateway Development Retail H H
Open Market Chesterfield H M
High Peak Borough Council
Glossop Town Hall Development Conferences & L L Exhibitions
Retail improvements, Buxton Retail H M
Indoor market development Retail M M
South Derbyshire District Council
Rosliston Forestry Centre Attractions M M
Staveley Town Council
Staveley Hall development Attractions H M
Derbyshire Arts Partnership
Co-ordinated festivals programme Festivals and M M Events
The other recommended actions (aside from the above) are to be led by a range of non-public sector bodies or a combination of the two but should be supported by the public sector where appropriate.
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2 INTRODUCTION
2.1 BACKGROUND
Colliers International, working with Amion Consulting, has been commissioned to review areas of potential opportunity for the visitor economy within the D2N2 area. Ultimately, the work will be used to support appropriate development activity in the area and must assist Visit Peak District and Experience Nottinghamshire (the two Destination Management Organisations) in the development of their Destination Management Plans.
The work is in two stages. The first stage provides a baseline assessment which identifies the assets and attributes which already exist in the region and calculates the value of the visitor economy today. It provides a robust evidence base against which future development decisions can be made.
The second stage is based on the findings from the first stage. It identifies the gaps in the current offer and makes recommendations about how these could be filled and by which organisations.
Although the work looks at the Peak District/Derbyshire and Nottinghamshire as a whole, it recognises that the two areas have very different priorities and needs which are reflected in the emerging strategies for the two Destination Management Organisations (DMOs).
The outputs therefore consider each area separately as well as providing an overarching summary which embraces both and considers any opportunities which straddle them and link them together for mutual benefit.
2.2 THIS REPORT
This is the second stage report for Derbyshire and The Peak District.
It should be read in conjunction with the first stage of the work.
It is important to recognise that that the potential actions included in this report fall into two different categories – those which can be initiated by Visit Peak District and Derbyshire or another public agency or organisation, and those which will need to be brought forward by a private sector or third sector organisation.
In the first instance, this report provides the basis for a strategy and action plan for the destination.
In the second instance, this report supports those initiatives which are seen as beneficial to the destination as a whole. It can be used as a basis to provide
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 whatever assistance is required by the developer, whether at planning, funding or delivery stage.
To assist in this, the report also provides a ‘toolkit’ or a model for assessing the economic impact of any future developments and whether they will provide an acceptable return on investment.
This report includes:
An assessment of the gaps in the current offer, based on the first stage of work;
A summary of planned developments;
Recommendations for actions which could address the gaps or market opportunities;
A toolkit for assessing the likely impact of future developments.
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3 MARKET SUMMARY
3.1 AREA COVERED
The area covered in this report includes the city of Derby and the county of Derbyshire. It also includes the Peak District National Park which takes in parts of Cheshire, Staffordshire, South and West Yorkshire.
The area has very different characteristics in different parts and therefore in assessing gaps and opportunities the area has been subdivided into the following:
Derby city
Peak District National Park
Derbyshire (outside the National Park)
The National Forest
Source: Colliers International
3.2 MARKET
Stage 1 of the work gives a comprehensive overview of the market within the study area. The following table summarises the key statistics relating to the volume and value of visits in Derby City and Derbyshire;
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Figure 1: Summary of Volume and Value of Tourism
Volume of Visitors Spend (£) Type Derby Derbyshire Derby Derbyshire Residents (2011) 248,752 769,686 - - Domestic Day Visits (2011) - 23,020,000 - 674,000,000 Domestic Staying Visits (2009-2011) 513,000 1,900,000 66,000,000 256,000,000 International Staying Visits (2012) - 169,000 - 63,000,000 Totals 761,752 25,858,686 66,000,000 993,000,000 Source: Visit England, ONS, IPS
The area attracts a large number of domestic day visits from the significant resident catchment of over three quarters of a million people.
Figure 2: Comparison of visitor volumes and value with Cumbria
Volume of Visitors Spend (£) Type Derbyshire Cumbria Derbyshire Cumbria Residents (2011 769,686 499,858 - - Domestic Day Visits (2 year averages) 24,100,000 17,100,000 645,840,000 602,140,000 Domestic Staying Visits (2009-11) 1,909,000 3,782,000 256,000,000 788,000,000 International Staying Visits (2012) 169,000 216,000 63,000,000 77,000,000 Totals 26,947,686 21,098,000 964,840,000 1,467,140,000 Souce: Visit England, ONS, IPS
Compared to Cumbria, for example, Derbyshire attracts more lower spending day visits. Average day visit spend in Derbyshire is around £27 per trip whilst day visitors to Cumbria spend £35 per trip. Cumbria also attracts more domestic staying and international visits. In Derbyshire the average spend of a person on a domestic staying trip is £134 whilst in Cumbria it is £208. The average spend per international visit is £373 in Derbyshire and £356 in Cumbria.
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4 PRODUCT AUDIT SUMMARY
The stage one report includes an audit of the existing product offer in the area, grouped under twelve headings.
The following summarises the key strengths and weaknesses identified in the stage one report.
Strengths Weaknesses
Access
Excellent road access north and south, Fairly limited rail access within the good road access within the National National Park. Poor quality of service Park. and rolling stock.
Excellent rail access to major cities and Generally poor connectivity between some of the larger towns. different forms public transport.
Good access from two international Limited connectivity by public transport airports. Manchester airport is the key from the airports into the National Park. one with East Midlands mainly outbound.
Very good cycle network within the Poor connectivity between public National Park with further investment transport and cycling. planned.
Bus network is not effectively publicised towards visitors but peak connections does however have a website and provide bus timetables to TICs
Attractions
Good range of charged attractions within Cultural attractions are under threat the National Park. from withdrawal of funding.
Some houses and stately homes of World Heritage Site requires significant international and national repute. investment to meet expectations.
Derby has a reasonably good cultural offer as do Buxton and Chesterfield.
A good range of smaller, niche attractions which are suitable for adult and family markets.
Accommodation
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Strengths Weaknesses
Good range of self-catering Overall there is a lack of serviced accommodation within the National Park. accommodation within the National Park, particularly in the 4*-5* categories.
Good range of branded hotels in the Occupancy rates and achieved room gateway cities of Derby, Sheffield and rates in Derby and Sheffield are below Manchester with additional properties in the UK regional average which will limit towns e.g. Chesterfield and Knutsford. further new investment. Rev Par however, is the main issue.
Good selection of camping and caravan The quality of independent sites with some unusual types of accommodation is varied and many accommodation in some places. require investment.
Major investment in the accommodation stock in Buxton will begin shortly. The Crescent will be the only 5* hotel in the National Park area.
Conferences & Exhibitions
Good supply of meeting facilities in Other cities in the surrounding area Derby and other gateway cities. have a much stronger conferencing offer than Derby e.g. Manchester, Nottingham and Leicester.
Lack of residential conferencing of a larger scale within the National Park.
Destinations & Hubs
Large and varied ring of cities around Some towns are looking quite tired and the National Park with a good urban in need of investment in the public offer (accommodation, food, bars, night realm and buildings e.g. Buxton, time offer etc.). Bakewell.
Good mix of towns and villages around Opening hours of retail and some food and within the National Park. outlets are varied and don’t always match visitor demand.
Some major attractions and reservoirs A lack of agreement on which towns also important visitor hubs with visitor and villages are true visitor hubs which centres and catering. affects the marketing messages given to visitors
There is a lack of research on how
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Strengths Weaknesses visitors use destinations and hubs in the Peak District and how they move around the area
Another issue is lack of visitor economy awareness of the smaller industry partners. Particularly if they are needed to be Ambassadors.
Arts & Entertainment/Events
Overall there is a good mix of major Cultural venues in Derby are under ‘destination’ events and local ‘colour and threat from reduced funding. character’ events.
Chatsworth has an international and Some events are under threat because national profile for its events programme of public sector funding cuts. and draws large numbers of visitors into the area for its arts and other events.
A good range of local artists/producers Derby lacks a fit for purpose large scale and local gallery’s/arts centres. venue which compares with those available in cities of a similar size.
A lack of joined up thinking about events particularly between city and county
Nightlife
The county has a particularly strong There is a lack of a pavement culture in reputation for its real ale pubs and bars Derby and Chesterfield and other and microbreweries. bigger towns which stops there being a positive buzz in the evenings.
The food offer in many places is good Some of the bigger towns are and utilises local produce. perceived as sleepy in the evenings.
Activities & Sports
The National Park is developing a The additional facilities such as the particular strength in cycling. trails will require on-going revenue to maintain them. This may prove difficult in the future.
The area has a good reputation for Some of the cycling trails are not yet climbing, fishing and air sports. linked up to the towns and cities and so
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Strengths Weaknesses many visitors are accessing them by car, adding to the environmental damage to the National park.1
Generally there is a good mix of events Capacity at places like Ladybower which are accessible to a wide mix of reservoir and Hassop station is not users (i.e. not too extreme or elite). adequate at busy times.
There are a number of operators and hire facilities serving the needs of active visitors and a good spread of accommodation which offers facilities for outdoor sports participants.
There are a growing number of bigger sporting events which are raising the profile of the area for outdoor activities especially cycling and walking events.
Retail
The new Westfield Centre in Derby has The quality of the independent retail is been a significant improvement to the variable especially in some of the offer within the county. bigger towns like Buxton and Bakewell.
Some other bigger towns have a varied Shops are often closed on Sundays, a mix of branded and independent retail. key visitor day.
There are some unusual and interesting Derby University’s proposed Retail retail clusters for example at Cromford Academy in Buxton requires funding. Mill and Chatsworth.
The area offers a strength in factory There are a number of long term voids shops/manufacturing e.g. Denby Pottery, in places like Derby where shops have Royal Crown Derby etc. closed down but landlords will not release the tenants from their contracts enabling new shops to move in.
The Cathedral Quarter BID area in Many of the threats facing the retail Derby is a strong retail area with sector in town centres nationally are individual character also visible in Derbyshire
Food & Drink
Chesterfield and Derby have a number The market in Derby could benefit from of destination food shops. investment.
1 This will be addressed to some extent by the DfT 2014/2015
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Strengths Weaknesses
Chatsworth is a major food destination The promotion of pubs as a unique, and a number of pubs and hotels owned high quality asset for Derbyshire could by the estate have an excellent be improved. reputation.
Overall there is a good and varied mix of restaurants, cafes and specialist food shops.
A good supply of high quality local produce – the Environmental Quality Mark award helps to give outstanding suppliers recognition
Visitor Services & Other
Introduction of the Peak Explorer app is The area lacks a recognised brand and a step which has been taken to move suffers from inconsistent signage.2 towards a more sustainable method of providing information
TICs have been closing and are often not available on Sundays. There are few TIPs.
2 Feedback has been noted that the DVMWHS branded signs are an improvement and have improved recognition and awareness of the World Heritage Site.
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5 PLANNED DEVELOPMENTS
The following summarises developments for which planning permission has been granted and all or most of the required funding is in place.
The total known value of planned developments is around £807m.
Figure 3: Planned Investments
Name of Investment Location Description Proposed Completion Status Value(£m) Access Approved March 2015 opening of Coronation St, line to Nottingham but not to Derby. £4.5m investment from the new station fund from the Department Submitting planning New Train Station Ilkeston 2014 6.5 of Transport. Total cost £6.5m with some funding from DCC and EBC. 2 application Platforms, 150space car park. Funded and will be done in 12-18 months. Will be a more integrated off road Hipper Canal Route Development Chesterfield cycle network – will take people out into the PD straight from the train in 2014/15 Underway - Chesterfield. Applying for funding with Midland Railway Butterley Looking to develop the site further and are applying for stage 1 HLF funds - 1.5 HLF
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Attractions Repair of Cromford Mills Building 17, a Grade I Listed building "at risk", and conversion to create a northern Gateway on the ground floor for visitors to Funding secured for first Gateway Project Derwent Valley Mills Jul-14 4.5 the Derwent Valley Mills World Heritage Site (DVMWHS) and on stage the four upper floors a Creative Cluster of managed workspace units Planning permission for re-development to include more retail units, Denby Pottery Denby adventure park, garden centre, 80 bed hotel etc in village style development 2017 Planning approved which will be done in stages over the next 4 years – funded by Denby.
15th century manor house set in 1.2 acres of landscaped park has received stage 1 HLF funding and is currently bidding for stage 2 to develop the Old Hall Barn Dronfield house into a resource centre providing learning and information activities for 1.2 heritage, natural history and the arts as well as a specilist centre for Stage 1 HLF funding digitisation of archives and town and district visitor information centre 2015 secured, stage 2 pending English Heritage are investing in the site heavily through providing additional Bolsover Castle Bolsover car parking both onsite and in the town centre, the re-presentation of the 1.5 little Castle in 2014/15 and the introduction of a playground at the castle 2014 Funding secured Accommodation £300m holiday park development on reclaimed opencast mine land to Planning approved and Peak Resort Unstone, Chesterfield include; 212 apart/hotel, 250 lodges, 26 bed golf hotel, a range of outdoor 2016 300 funding secured activities Redeveloped into a 5* luxury 79 bed hotel and spa in partnership with The Trevor Osborne Property Group, CP Holdings Limited, Danubius Hotels, Buxton Crescent Hotel & Spa Buxton High Peak Borough Council and Derbyshire County Council with major 2015 Underway/funding gap 32.4 funding from the Heritage Lottery Fund. Interpretation centre and retail also included in the scheme Subject to completion of Refurbishment of The George Hotel Buxton Restoration of the hotel - - the Crescent The Marquis of Granby will be a high class boutique hotel with 121 Stalled due to funding Marquis of Granby Bamford bedrooms, a functions venue, conferencing and meeting rooms, spa, - - difficulties restaurant and bar Derwent Arms Bamford Conversion of a former pub into a boutique hotel - Underway - Driving range opens early 2014, 18 hole golf course soon afterwards, Tetron Point Golf Course/Hotel Development Swadlincote 2014 Underway 20 operator sought for hotel and scoape for further development beyond this
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Entertainment & The Arts Current Arts Council bid, which will create a short Network of arts centres Derbyshire A lack of a trail for arts enthusiasts - - break offer centred around arts Assembly Rooms Derby New roof currenty being constructed 2013 Underway 50
£495K of arts council funding secured and £255K from Chesterfield BC to 0.75 Chesterfield Theatres Chesterfield develop facilities at The Winding Wheel and Pomegranate Theatres in 2014 2014 Funding secured
Festivals & Events L Eroica Cycling Festival Various Vintage cycling festival 2014 Funding required -
Activities & Sports £7.5m from department of tranport and public funding to complete links between Tissington/High Peak Trail and Buxton, and Matlock and Bakewell. A new cycle link between Hathersage and Castleton, a new Y shaped link Destination Pedal Peak District Various Funding secured 7.5 between Stoke-On-Trent and the Peak District, to link Sheffield and Barnsley to the Transpennine trail (Little John Trail). Completion of Monsal Trail. Longdendale Trail Hadfield working on cycle access - Unknown - Sett Valley Trail New Mills working on cycle access - Unknown - 27.5m stadium at Pride Park, 250-metre cycling track, a 12-court sports hall, a gym, multi-function rooms, a spinning room and a café Velodrome/MUSA Derby 2014 Underway 27.5
Aquatics centre Derby £50m pool development 2015 Underway 50 The National Forest Way Swadlincote 75 mile waymarked long distance trail traversing the Forest launches 2014 2014 Unknown Cycle Hub Derby 150 (check) cycle parking spaces, physio, repair centre with shop plus café Summer 2014 Funding gap 0.29
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Retail Want to double park in next 3 years - 100k sq ft F&B and higher end Expansion of East Midlands Designer Outlet South Normanton - Planned - brands, conference facilities on first floor £300m scheme, houses and apartments, offices, shops, cafes, bars around Construction to start end Chesterfield Waterside Chestefield canal basin, open spaces. Outline planning permission has been granted 10 years 300 2013 and funding secured for the infrastructure for the 1st phase. Other The Grade II listed building will be transformed into serviced office 3 Derby Magistrates Court Derby accomodation, a cafe and new home for the city's local studies library 2014 Unknown ERDF funding now secured to improve the public realm and street furniture to make the town more attractive to visitors who come to the town to visit 0.75 Bolsover Town Public Realm and Infrastructure Bolsover Bolsover castle 2015 Funding secured Total known investment 807.39
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6 RECOMMENDATIONS
6.1 INTRODUCTION
The following recommendations are based on the current market assessment, product audit and stakeholder consultations.
In some cases, the required actions can be initiated by Visit Peak District and Derbyshire or other public bodies. In other cases, the action will need to be initiated by a private sector or third sector organisation. The role of the public sector in these cases will be to provide funding (where available), to assess planning applications or to provide other expertise and guidance to the project.
Although it is not possible at this stage to assess the likely cost and economic impact of each recommendation, an assessment has been made of the relative impact of each. High impact investments therefore are likely to deliver a high impact relative to the other recommendations.
6.2 ACCESS
Although access to and from the gateway cities and towns by road, rail and air is generally very good, there are weaknesses in all forms of public transport within the National Park. Issues identified include: rail services are infrequent and the rolling stock used is very old; bus services are infrequent in many areas; connectivity between all forms of public transport is poor; information is not provided across different forms of transport and is therefore incomplete and there is a failure to provide a frequent link between the hubs and the attractions.
A visitor survey conducted by the Peak District National Park Authority3 suggests that at present around 85% of all visitors to the National Park currently travel by car, which at peak times in particular impacts negatively on the visitor experience as well as the environment. Unless these weaknesses can be addressed, it is unlikely that any significant modal shift can be achieved.
RAIL IMPROVEMENTS
Northern Rail run the two rail services which operate within the National Park, the Manchester to Buxton line and the stopping service between Manchester and Sheffield. Both of these services are slow and infrequent and the rolling stock used is usually very old, noisy and uncomfortable. Encouraging Northern Rail to invest in the services is clearly not going to be quick although it will be important to ensure that representatives from Northern Rail become part of the Peak District Destination Management Partnership so that they can work with other partners to exploit the opportunities presented by visitors.
3 Peak District National park Authority Travel Survey 2012
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An initial meeting should be arranged involving Northern Rail, VPD, the Peak District National Park Authority and Derbyshire County Council’s Public Transport Unit to understand the priorities and opportunities from each organisation. Regular dialogue should be established for the future.
The Midland mainline service which also connects to the Peak District, Chesterfield, Derby and Sheffield is recognised as another rail link with potential for improvement but it is recommended that there is a focus on the delivery of the Northern Rail lines in the first instance because the potential gains to be made from improving these services will have the biggest impact.
Lead delivery partner: Visit Peak District (VPD)/DCC
Deliverability: High
Impact: High
BUS SERVICE IMPROVEMENTS
Improving the frequency of bus services within the National Park is unlikely to deliver any significant benefit to visitors or to prove financially viable. There are however some good examples of specific bus services that have been tailored to meet the specific needs of visitors.
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NATIONAL FOREST HOPPER BUS – DERBYSHIRE
The Hopper Bus links major attractions in South Derbyshire with key towns.
Hourly services run from Leicester throughout the region.
The service is used by residents as well as tourists which helps with the year round viability of the service.
Bus operator Arriva Midlands teamed up with Leicestershire County Council, the National Forest Company, North West Leicestershire District Council and South Derbyshire District Council to launch reduced fares, vouchers for attractions and activity packs for children.
In the first instance, potential opportunities within the Peak District would need to be discussed with current bus operators in the area as well as with the National Park Authority which has recently conducted a survey into transport use within the Park.
Peak Connections provide services to and from many of the major tourist hubs but a service which is more specifically marketed to visitors and stops at individual attractions as well as key towns could be developed.
Some stakeholders feel that a Hopper Bus would be particularly beneficial if run along the world heritage site hubs.
Lead delivery partner: Visit Peak District (VPD)
Deliverability: Medium
Impact: Medium
INTEGRATED TRANSPORT
Lack of integration between different modes of transport is an issue in the rural areas of Derbyshire. In particular, the difficulties of carrying bikes on public transport to and within the National Park is likely to be a barrier to growth in cycling both as a mode of transport and a leisure activity.
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BIKE BUS SERVICE - LAKE DISTRICT
Many buses operating in the Lake District are kitted out to be able to carry bikes on racks or on board.
The 800 Bike Bus however, which runs between a number of major tourist hubs, has been specifically designed to meet cyclists needs and can carry up to 12 bikes on an on board cycle rack. The service runs at weekends and bank holidays between May-July and daily between July-Sept. Information about rides which can be taken from the Bike Bus stops has been produced.
Windermere Cruises also run a bike boat service between Brockhole, the Lake District Visitor Centre and Wray Jetty on the West Shore of Lake Windermere.
Opportunities for introducing cycle friendly bus routes should be discussed with the current operators and the PDNPA.
Lead delivery partner: Visit Peak District (VPD)
Deliverability: Medium
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Impact: Medium
INTEGRATED TRANSPORT INFORMATION
Visitors would benefit from timetable information which links different modes of public transport throughout the area.
A consolidation website would be needed which draws down information from different operators. This would need to be agreed with Northern Rail and the bus operators. This service is available to an extent via travellineeastmidlands.co.uk but the site is not marketed to tourists. This could be achieved by wrapping the site with branded information and integrating links to the VP site
Other initiatives which would encourage use include a free downloadable app with integrated timetable information.
Lead delivery partner: Visit Peak District (VPD)
Deliverability: Low
Impact: Low
OTHER OPPORTUNITIES
The Friends of Cromford Canal have been investigating options to reopen the Butterly canal tunnel which has recently been designated as a Scheduled Ancient Monument. The tunnel forms part of a potential ‘transport lovers cluster’ which includes Peak Rail at Matlock and Crich Transport Museum. Significant levels of funding would be required.
Lead delivery partner: Friends of Cromford Canal
Deliverability: Low
Impact: Low
Designated coach parking is needed in Derby City and in towns across Derbyshire including Belper amongst others which is part of the World Heritage Site.
Lead delivery partner: Derby City Council/DCC
Deliverability: Low
Impact: Low
6.3 ATTRACTIONS
Visitor attractions are a very important part of the visitor offer in most areas. Some attractions, like Chatsworth, are destinations in their own right, playing a significant role in drawing visitors into the region. Most attractions however are part of the
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With the exception of stately homes and theme parks, many visitor attractions are run by charitable trusts or local authorities on a not-for-profit basis. Indeed most cultural and heritage attractions require on-going revenue support from the public purse in order to remain viable.
For this reason, it is very rare that a new visitor attraction is developed. When it does happen, it is usually a small scale operation run largely by volunteers. The exceptions are where an existing museum or organisation develops a new facility, or where a company decides to develop a ‘showcase’ for a particular brand.
Overall the area has a large range of attractions of all sorts. The Peak District National Park has a particular strength in stately homes but also offers a good mix which includes heritage railways, wildlife parks, visitor centres, galleries and small museums. Elsewhere in Derby and Derbyshire there is also a wide range which includes theme parks in Matlock Bath, Creswell Crags, parks, gardens, museums, arts centres and the mills which form part of the Derwent Valley Mills World Heritage Site.
The opportunities which have been identified as offering potential for development in most cases involve existing attractions or sites which could play a more significant part in the visitor offer of the area.
In most cases, any action required will be led by the operator. The assistance required is generally support for funding applications which will be brought forward when suitable opportunities arise.
DERBY SILK MILL
The Silk Mill in Derby is the site of the world’s first factory. It is at the southern end of the Derwent Valley Mills World Heritage Site.
Between 1974 and 2011 the mill was open to visitors as Derby’s Industrial Museum. It closed in 2011 when Derby Museums, the Trust which runs the Silk Mill, the Derby Museum and Gallery and Pickford’s House, was facing funding cuts.
The Trust is now planning to reopen the Mill and is inviting volunteers to take part in a programme which will design and fit out the ground floor of the building. Plans for the other floors are yet to be developed and finalised.
The Trust has been seeking funding from a range of grant giving bodies including the Heritage Lottery Fund. Given the vast scale of the building however, significant amounts of money will be necessary to create sustainable uses throughout.
Given the historical significance of the building, as well as its anchor location at one end of the World Heritage Site, it is agreed that any suitable funding
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Lead delivery partner: Derby Museums
Deliverability: High
Impact: Medium
BUGSWORTH BASIN
The Bugsworth Canal Basin is at the head of the Peak Forest Canal and on the edge of the National Park. It is a Scheduled Ancient Monument and is considered to be a site of particular significance in the country’s industrial heritage. It was restored over four decades by teams of volunteers and was formally opened in 2005.
It is owned by the Canal and River Trust although the Inland Waterways Protection Society (IWPS) has a 50 year lease to restore, manage and operate the basin.
The basin is currently used by people on canal boats and is a stopping point for walkers using the canal tow path. The experience however is limited to a small amount of outdoor interpretation about the basin’s history and a nearby pub, The Navigation Inn.
Given the strategic location of the site as well as the significance of its heritage, it is felt that the area should offer better visitor facilities including potentially a visitor centre and café and visitor parking.
This opportunity would need to be driven by the Canal and River Trust potentially with the support of the IWPS. Initial discussions are required to understand the owner’s intentions for the site.
Lead delivery partner: Canal & River Trust
Deliverability: Medium
Impact: Medium
ROSLISTON FORESTRY CENTRE
The Rosliston Forestry Centre was the first visitor centre to be created within The National Forest and is owned jointly by South Derbyshire District Council and Forest Enterprise (part of the Forestry Commission).
The site provides a range of activities and services including holiday accommodation in forest lodges, an outdoor arena, cycle hire, cycle and walking trails, fishing, a children’s play area, activity programmes and a café. The centre is also available for private hire and for weddings.
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The National Forest has ambitions to increase its profile as visitor destination. The majority of users are local people from Derbyshire and Leicestershire although the holiday accommodation at Rosliston is used by both by visitors from the West Midlands as well as by people from elsewhere in the UK.
The site has been developed incrementally since it first opened and now generates a small annual surplus. The owners have plans to extend the corporate and private hire facilities in order to improve the long term sustainability of the site.
Lead delivery partner: South Derbyshire District Council
Priority: Medium
Impact: Medium
CROMFORD MILLS
The Cromford Mills complex was built in the 1700s by Sir Richard Arkwight and provides an important insight into the history and significance of textile manufacture. The entire complex which comprises 10 former mill buildings is Grade 1 listed.
The Mills are at the northern end of the Derwent Valley Mills World Heritage Site and along with Silk Mill in Derby (which is currently closed), they offer visitor access to the historic mill buildings.
The complex is owned and managed by the Arkwright Society.
The current offer includes an interpretive exhibition in Building 1, tours around the site and village, interpretation around the site, events, an education programme, some independent retail and a café. Parts of the site are available for private hire for meetings and events.
A £48m masterplan has been developed for the complex which aims to create a sustainable future for the buildings. It will be delivered in stages.
The first phase will provide a World Heritage Site gateway centre and managed workspaces in Building 17. The second part will introduce a new 80 bed Youth Hostel which will be developed in conjunction with the YHA.
The second phase will expand the existing café, convert the Mill Managers House into self-catering accommodation and create a new archive.
The final phase will create a new heritage centre telling the history of the site and restore the aqueduct.
To date funding has been secured from a range of sources including the Heritage Lottery Fund and The Monument Trust and work has begun on the first phase with a scheduled opening date of autumn 2014. Fundraising for the subsequent stages will be on-going.
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Lead delivery partner: The Arkwright Society
Deliverability: High
Impact: High
TRANSHIPMENT WAREHOUSE, WHALEY BRIDGE
The Transhipment Warehouse is a disused building, owned by the Canal & River trust, which sits on the Canal Basin at Whaley Bridge. The canal runs through the ground floor of the building.
The Grade II* listed building has particular heritage significance because of the role that it played in linking road and water transport. It is also a local landmark.
Finding sustainable uses for the building is challenging for many reasons including its size and the fact that it has water running through it. Over the last 10 years however there have been a number of studies looking into potential future uses although recently the project has been gathering momentum, fuelled in part by the impact that the BBCs relocation to Salford has had on the area.
Potential uses include introducing a café, events and arts space, office accommodation and a new community building alongside.
Lead delivery partner: Canal & River Trust
Deliverability: Medium
Impact: Medium
DERBY ARM PROJECT
The Derby and Sandiacre Canal Trust is undertaking a regeneration project to reopen the 12.5 mile waterway of the Derby Canal over 20 years. Outline planning permission was granted for the canal line in 2011.
The scheme includes plans for a 180ft boat lift near Pride Park stadium to move boats from the canal to the River Derwent. The Arm is similar to the Falkirk Wheel in Scotland which lifts boats between two canals.
The cost of the Arm is estimated at around £10m - £15m based on costs for the Falkirk Wheel.
Lead delivery partner: Derby and Sandiacre Canal Trust
Deliverability: Low
Impact: Medium
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STAVELEY HALL
Staveley Hall is a Grade II listed property, owned by Staveley Town Council. The Hall, which was created as a grand country house, was designed by John Smythson who also designed Bolsover castle. At one time it was owned by the Cavendish family of Chatsworth.
Only part of the original house now remains and although it is in a poor state of repair it houses the Town Council’s offices as well as the offices for a number of charitable organisations. The stable block provides further office space as well as a self-contained flat. The historic gardens are now largely overgrown although parts of the grounds are now occupied by a garden centre.
A £4.5m development plan for the Hall will restore the building and gardens and create a centre for heritage, arts and community uses. It will include an interpretation centre and café as well as office space and meeting rooms for private hire and weddings. The stables will be refurbished and re-let as offices. A charitable trust has been set up to manage the fundraising and development work although it is intended that once the work is completed, the Hall will be run by a community trust.
To date £3m has been secured from various sources including the Heritage Lottery Fund. A further £1.5m is needed.
Lead delivery partner: Staveley Town Council
Deliverability: High
Impact: Medium
OTHER OPPORTUNITIES
The Rolls Royce Heritage Trust manages collections in Derby and Hucknall which are available to review by appointment. The Trust was started and consists of ex and current employees of Rolls Royce. The collection is used mainly for learning purposes by schools, special interest groups and employees of Rolls Royce. If the Trust (or any other party) brings forward a scheme for a permanent Rolls Royce museum within Derby this would be viewed as a valuable visitor draw for the city. Initial discussions with the Trust however suggests that they (and Rolls Royce) would be keen to support alternative forms of interpretation around the themes of industrial heritage as they feel there are more creative and sustainable ways of exploring the theme.
Lead delivery partner: The Rolls Royce Heritage Trust
Deliverability: Low
Impact: Low
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The Mercia Marina is located on the Trent and Mersey Canal. In addition to berthing facilities it offers a tea room, chandlers, boat hire and boat trips. The site is already considered a destination for visitors, mainly those travelling by boat. Given its location and existing facilities, it has the potential to be developed into a more substantial visitor destination with additional accommodation, retail and restaurants. Planning applications for developments which enhance the visitor experience could be supported.
Lead delivery partner: Mercia Marina
Deliverability: Low
Impact: Low
The painter Joseph Wright from Derby has a significant profile internationally and Derby Museums are developing plans to tour some of his works from their collection around the world and to develop international links. This would create opportunities to raise the city’s profile. This would be more likely to be successful if the new visitors who are attracted back to Derby city are able to visit a state of the art facility/museum when they return.
Lead delivery partner: Derby Museums
Deliverability: Medium
Impact: Low
The Buxton Museum and Art Gallery is a small free museum in the centre of Buxton. The developer behind The Crescent Hotel and Spa believes that the museum could be redeveloped as part of the regeneration of the town. There will be a small heritage centre within The Crescent and links could be made between the two.
Lead delivery partner: Derbyshire County Council/High Peak Borough Council
Deliverability: Low
Impact: Low
Torr Vale Mill in New Mills is a Grade II listed former cotton mill on the bank of the River Goyt. The large complex of buildings sits alongside the Millennium Walkway and is visible from the Hope Valley railway line.
A preservation trust is currently trying to find sustainable uses for the building which could include visitor related uses.
Belper North Mill is also at a similar stage of development and the trust is trying to find suitable funding to preserve and develop the building for visitor related uses.
Lead delivery partner: Preservation Trusts
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Deliverability: Medium
Impact: Low
6.4 ACCOMMODATION
As might be expected, there are different gaps and opportunities in the accommodation stock in the National Park compared to the cities and other areas of the county.
Derby, Sheffield and Manchester all offer a good range of branded hotels as do some of the larger towns such as Chesterfield and Knutsford.
Derby hotels however achieve low occupancy and low average room rates compared to most other regional cities. Actions to address this are included in the Conference & Exhibitions and Festivals & Events sections. Availability at weekends creates an opportunity for good value leisure breaks however.
Figure 4: Core Cities Hotel Statistics
Source: STR Global
The National Park has a reasonably large supply of self- catering properties but very little serviced accommodation and the size of the accommodation stock in the National Park will always be limited. Overall, compared to most other comparable counties, Derbyshire has far fewer properties in all categories but particularly serviced accommodation.
SERVICED ACCOMMODATION DEVELOPMENT
Many destinations outside of the major cities have taken a proactive to approach to attracting hotel development. It is particularly useful in rural destinations which are often off the radar for hotel chains when considering expansion.
Accommodation strategies provide a detailed assessment of the existing supply including occupancy levels and room rates achieved, as well as an analysis of likely demand from tourist and business audiences. A list of potential sites is then identified, usually including opportunities for new development as well as expansion/ refurbishment options for existing properties. The information is presented as a prospectus. A list of potential developers and operators is then
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drawn up for each site and approaches are made to the most viable prospects. (Examples can be found for Lincolnshire and the Isle of Wight amongst others).
Based on the evidence above, it is likely that an accommodation strategy for the Peak District would be very beneficial.
Lead delivery partner: VPD
Deliverability: High
Impact: High
ACCOMMODATION QUALITY
The strategy could also address the variable quality which is found in the existing stock and make recommendations for improvements. Initiatives which have proved successful elsewhere have included funding schemes to incentivise investment in properties and training initiatives.
Lead delivery partner: VPD
Deliverability: High
Impact: Medium
6.5 CONFERENCES & EXHIBITIONS
A very wide range of venues are used to house conferences and exhibitions. At one end of the spectrum there are dedicated purpose built conference centres (such as the IECC in Liverpool), at the other end there are relatively small flat floor venues used primarily for local exhibitions and functions. In between there are venues offering different combinations of rooms and seating options.
DEDICATED CONFERENCE VENUE, DERBY
Derby, unlike many other regional cities, does not currently have a dedicated conference centre although there are a number of commercial facilities in hotels as well as public venues such as the Assembly Rooms which are used for a range of events.
There are a number of factors which together determine the likely demand for dedicated conference centre:
Size of the resident population
Size and profile of the university (or universities)
The local business base – size and sectors
Competition – from neighbouring cities, from university venues etc.
Availability of suitable hotel accommodation
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Derby has a number of factors which suggest that there might be demand for conferencing facilities. There is a large resident population, a university with over 13,000 students, a strong business sector/business tourism potential and a good range of available hotel beds. Negatively however, a number of neighbouring cities such as Nottingham and Leicester already offer good facilities.
A feasibility study would be required to assess the demand, considering in particular demand from the University for Association conferences and from the major businesses.
It is important to note that most dedicated conference centres require on-going revenue support and this would need to be considered along with the potential benefits to the city when making an assessment for the city. Any study should also consider the need to better promote the smaller scale venues which already exist perhaps through the existing service ‘The Conference Works’. Derby would also benefit from enhanced sales activity, especially in order to compete with other destinations.
Lead delivery partner: Derby City Council
Deliverability: Medium
Impact: High
GLOSSOP TOWN HALL
Glossop Town Hall is one of a number of heritage venues in Glossop for which the Town Council and High Peak Borough Council are trying to identify sustainable uses.
The Town Hall has been identified as potentially providing a multi-purpose exhibitions and events space which would serve both community and tourism uses.
Lead delivery partner: High Peak Borough Council
Deliverability: Low
Impact: Low
6.6 DESTINATIONS & HUBS
The first stage report identified that there are three different types of visitor hubs in this area: gateway cities and towns; destination cities, towns and villages; other hubs.
Gateway cities and towns are the major urban areas which are used as a base by visitors to the National Park and which provide accommodation and other services. They include cities such as Sheffield, Derby and Manchester and towns like Knutsford, Chesterfield and Belper. These places are of course also visitor destinations in their own right as well as gateways.
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Destination cities, towns and villages are places that visitors head for to eat and drink, shop, stroll and possibly stay. They include Derby, Chesterfield, Bakewell, Buxton and Matlock Bath amongst others.
Other visitor hubs are the major visitor centres and destinations such as Carsington Water and Chatsworth Park.
In terms of investment priorities, all of these destinations and gateways are important in different ways and therefore warrant on going investment and development.
GATEWAY DESTINATIONS
The key priorities in terms of the gateway destinations involve connectivity with the Peak District National Park (although each of course will need to remain vibrant and appealing in its own right). Public transport and access priorities linking the gateways with National Park are indicated above.
In addition, there is a need to continue to ensure that there is cross promotion between the gateway accommodation providers and gateway destinations and the Peak District. Specific joint marketing campaigns could be developed to exploit the shared opportunity.
Lead delivery partner: VPD
Deliverability: Medium
Impact: Low
DESTINATION CITIES, TOWNS & VILLAGES – STRATEGIES & SME SUPPORT PROGRAMME
There are many towns and villages which form an important part of the visitor experience. There are however a relatively small number of particularly significant destinations which receive large numbers of visitors and are a very key part of the visitor offer. These are:
Ashbourne
Bakewell
Buxton
Castleton
Holmfirth
Matlock
Matlock Bath
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Some of these places already have Destination Strategies which set out the development priorities and action plans including Buxton and Holmfirth. Support should be given to delivering these strategies where appropriate.
Destination Strategies sit alongside economic development and visitor economy strategies and focus specifically on physical developments and place making. The other destinations in this list (Ashbourne, Bakewell, Castleton, Matlock and Matlock Bath) would all benefit from the development of individual destination strategies since the priorities and opportunities are different in case. Given the importance of the cycling strategy in the National Park these hubs should be encouraged to be cycling friendly as well as acting as general visitor hubs.
Derby already has a number of relevant strategies including a Visitor Economy Strategy, an Economic Strategy, a Retail Strategy and a Cultural Strategy and each of these plays an important role in the development of the city. There would be value however in trying to strengthen the destination aspects of the Tourism Cluster Group Action Plan.
In most destinations, the delivery of the destination strategy is dependent on the actions of businesses as well as Local Authorities. SME grants are usually beneficial in encouraging small businesses such as B&Bs, retailers and restaurant owners to invest in their premises. An SME support programme could be developed to assist destinations in the implementation of their strategies.
Lead delivery partners: Local Authorities/ VPD
Deliverability: High
Impact: High
RESEARCH
Although data exists about the volume and value of tourism in the region, there has been very little research undertaken to understand how visitors ‘use’ the region. The research could provide a valuable insight into how visitors use destinations and gateways and the different types of visitors which favour different destinations within the county and could further support future investment decisions.
Research could be undertaken in conjunction with Derby University’s Buxton campus.
Lead delivery partner: VPD/ Visit England/ University
Deliverability: High
Impact: High
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6.7 ENTERTAINMENT & THE ARTS
Entertainment and the arts play an important role in both the daytime and evening economies across the county and whilst it is rarely a motivator of visits in its own right to most destinations, it nevertheless forms an important part of the appeal of the destination.4
Derby has a strong cultural events programme including notably Feste and Format festivals and a number of cultural venues. Elsewhere across the county there are a number of theatres, arts centres and cinemas which are used by both locals and visitors to the area.
NEW THEATRE, DERBY
In 2007, a feasibility study looking into the provision of performance venues in Derby, concluded that there was demand in the city for a new 1,500 seat venue with fly tower and full theatre facilities. The project has not been progressed in the recent economic climate but remains a viable project for the future. A realistic commercial business plan will be required and the impact on the Assembly Rooms will need to be considered.
There are already 3 performance venues in Derby however, there is debate over whether these are fit for purpose in terms of meeting audience’s modern expectations and therefore, the aspiration for a new theatre should be explored.
Lead delivery partner: Derby City Council
Deliverability: Medium
Impact: Medium
STRATEGY FOR SUSTAINABILITY, CULTURAL VENUES DERBY
All cultural venues are coming under threat from the reduction or withdrawal of revenue funding. This situation is unlikely to improve in the foreseeable future. In Derby, the cultural venues are an important part of the destination experience and it is vital that a sustainable strategy is developed for the venues under threat. The strategy should consider all options such as mergers and commercialisation of assets.
Lead delivery partner: Derby City Council
Deliverability: High
Impact: High
4 There may be some very specific cases where entertainments and arts are a motivator of visits – i.e. Buxton Festival because of its high profile
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6.8 FESTIVALS & EVENTS
There are a large number of cultural and sporting events and festivals which take place across the county throughout the year. Some of these such as the major events at Chatsworth and the Buxton Festival act as attractors to the area. The majority however provide colour and animation to destinations and enhance the experience for visitors.
Events can be financially risky and in the current economic climate it is difficult to secure the necessary funds to develop or attract new big events.
The priority in Derbyshire should be to improve co-ordination and to ensure that the destination is gaining maximum value from its events programme. The festivities group could play a part in this along with Visit Peak District. In terms of promotion more could be done to encourage organisers to put events on Visit Peak District’s DMS database.
CO-ORDINATED FESTIVALS & EVENTS PROGRAMME
A co-ordinated events programme would help to ensure that festivals and events are not held on the same dates and that destinations do not compete against each other in bidding for events. Both cultural events and sporting events should be considered including the major walking festivals which take place in the area.
Derbyshire Arts Partnership the logical organisation to provide this service although there would need to be agreement amongst Local Authorities and major organisations to supply information.
Funding would also be needed to support the role.
Lead delivery partner: Derbyshire Arts Partnership (who run the festivities group)
Deliverability: Medium
Impact: Medium
OUTDOOR EVENTS SPACES, DERBY
Outdoor entertainment adds vibrancy to the destination throughout the year. At present there are limited spaces in the centre of Derby and in many places in wider Derbyshire which are suitable for events, particularly large scale events. In Derby city the market place should be the heart of the city but can act a large empty space that deters rather than attracts footfall. Consideration could be given to improving the space.
Other suitable sites should be identified and a straightforward system developed which would allow appropriate event organisers to apply for permission to use them.
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If a suitable space could be identified for larger events, infrastructure such as power and water should be installed to improve the viability of use.
Lead delivery partner: Derby City Council/Derbyshire County Council
Deliverability: Medium
Impact: Medium
6.9 NIGHT-TIME ECONOMY
PAVEMENT CULTURE & PURPLE FLAG STATUS, DERBY & CHESTERFIELD
Many European cities actively encourage a ‘pavement’ culture where restaurants and bars provide seating out in the streets to add vibrancy to the evening economy.
GOTHENBURG’S PAVEMENT CULTURE
Most northern European cities also do not have perfect climates but offer many attractive places to eat and drink outside. It is one of the most important factors in making places like Gothenburg trendy destinations. Many restaurants and bars provide tables and chairs outside and provide blankets on the seats when the evenings are particularly cold. As a result, destinations have a vibrancy and life throughout the day and into the evening.
Derby has a good range of restaurants and pubs and there are a number of areas which would benefit from more outdoor activity.
The evening economy is included in the VES action plan and can be further emphasised through this.
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The city should also maximise the value of its Purple Flag safe city designation through its promotional activity and also try to promote use of the Destination branding/ logo as well. Partner organisations in the city should be encouraged to use the logo on their marketing.
Chesterfield also has a good range of award winning restaurants, 2 main theatres and cinemas and the city should also aim to develop the evening economy in accordance with the Chesterfield Masterplan.
Lead delivery partner: Derby City Council/Chesterfield BC
Deliverability: Medium
Impact: Medium
6.10 ACTIVITIES & SPORTS
CYCLE TRAILS/HUBS/CYCLING FRIENDLY BUSINESSES
The network of cycle trails and routes continues to grow, although a number of key ‘missing links’ have been identified which are required to connect the most popular trails to major visitor hubs. The development of cycle trails, it should be noted; benefit not just cyclists but walkers and others who use these multi-purpose trails. With the creation of the Multi Use Sports Arena, Cycle Derby, events and the cycle hub, cycling will become increasingly relevant to Derby, will attract regional events and further enhance the wider regions strengths as a cycling destination.
The extension of the High Peak Trail into Buxton has been identified as a particular priority by the PDNPA and now has approval and funding. However, there are two other routes which were not included in the recent funding bid to the department of transport but are still important. These are;
1) The link from Wyedale to Buxton, completing the link between the Monsal trail and Buxton
2) The completion of the loop to Cromford and the world heritage site.5
The Monsal Trail is one of the busiest routes and the café and cycle hire facility at Hassop has been particularly successful (run and owned by a private sector operator). At peak times the facilities struggle to cope with demand. The former station buildings at Millers Dale have been identified as providing a potential second hub along the route and this should be investigated as a development opportunity. Similarly the facilities at Parsley Hay, which currently include cycle hire facilities and a small food kiosk could also be developed into a more substantial facility. Both of these are owned and run by the Peak District National Park Authority. Other cycle hubs including Middleton Top (owned by Derbyshire County
5 These 2 connections are not included in the recent bid to DfT as part of the PNP connectivity project
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Council) and Carsington Water and Fairholmes (owned by Severn Trent Water) may also offer opportunities for development.
Another strand to the emerging success of cycling in the county is encouraging local businesses and attractions to provide a good ‘cyclists welcome’. Training and support for investment in facilities such as cycle racks needs to be provided as part of the strategy.
It is recognised that the offer for cycling in the area is ‘emerging’ as a cycling and is particularly well placed to attract the softer end of the market as well as cater for more experienced cyclists. The cycling strategy being prepared by the National Park Authority is currently in draft form and reflects this.
Lead delivery partner: DCC
Deliverability: High
Impact: Medium
The Derwent Valley Mills World Heritage Site offers opportunities for walking and cycling trails, linking the sites along the river. Way marked paths would need to be created along the route which is flat and therefore accessible to a wide range of users.
The Derwent Valley Heritage Way is already a way marked 55 miles route from Ladybower to Derby which runs parallel along some sections. The original development work for a braided way including Cycle path came through the DVMWHS and may be resurrected.
Lead delivery partner: DCC
Deliverability: Medium
Impact: Low
THE ARCHEOLOGICAL WAY, BOLSOVER
The redevelopment of the Archaeological Way in Bolsover District has just had £631,000 of grant funding approved to deliver a significant part of the 18.5km trail between Pleasley Pit Country Park and Creswell Crags. The trail should be completed by the end of 2015 and will connect into the Phoenix Greenways, which has over 37km of trails running through North East Derbyshire, Bolsover, Ashfield and Mansfield.
There is currently still a funding gap which needs to be filled in order for this project to be delivered.
Lead delivery partner: DCC
Deliverability: High
Impact: Low
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OTHER
An opportunity to develop Derby City specifically as a cycling friendly city has also been identified because of the potential links between the new velodrome, cycle hubs and wider cycling initiatives being developed in the Peak District. The city could capitalise on the volume and profile of cycling projects being developed in the county as a whole.
Lead delivery partner: Derby City Council
Deliverability: High
Impact: Medium
6.11 RETAIL
DERBY
Despite the development of the Westfield Shopping Centre, the Derby Retail strategy suggests that the city still has some way to go to compete with other regional centres.
The report identifies a particular gap in the premium offer/high quality department stores as well as certain of areas where voids are particularly high.
Delivering the retail strategy will be important in the overall destination offer.
Lead delivery partner: Derby City Council
Deliverability: Medium
Impact: High
BUXTON
The retail offer in Buxton is currently variable and although there are some good independent shops there are also a large number of value chains and discount stores. Customer service is also variable.
As part of the improvement of the destination, led by the opening of The Crescent, the quality of the retail experience needs to be addressed.
The University has identified plans for a Retail Training academy which would encourage new higher quality retail entrepreneurs and improve standards of service. The proposal needs funding.
The indoor market at Pavilion Gardens has potential to be improved through the scheme and could provide an interesting destination offering high quality local food and crafts.
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An SME grant programme (as above) would prove valuable in implementing the strategy.
Lead delivery partner: High Peak Borough Council/ University of Derby, Buxton
Deliverability: High
Impact: Medium
CHESTERFIELD
The Northern Gateway Development in Chesterfield is a £50m project which includes a high quality shopping and leisure area and will feature a major foodstore, shops and restaurants, a cinema, 80 bed hotel, 85 homes, commercial floorspace, and replacement car parking spaces, plus an outdoor performance area.
The flagship project is being led by Chesterfield BC and their preferred development partner, Wilson Bowden Developments. Although proposals are relatively well developed planning permission has not been applied for and the funding is not in place.
Lead delivery partner: Chesterfield BC/Private partners
Deliverability: High
Impact: High
The Open Market is another area of Chesterfield’s retail offer in need of further development. Chesterfield has recently completed over £4m refurburbishment on the Victorian Market Hall and the Open Market but additional work needs to be carried out on the Open Market to provide traders and the public with a better trading environment to secure the future of Chesterfield markets. This aspiration will be a council priority in 2014/15.
Lead delivery partner: Chesterfield BC
Deliverability: High
Impact: Medium
6.12 FOOD & DRINK
DERBY MARKET HALL
Derby Market Hall is a particularly fine building which currently houses a mix of food, fashion and bric-a-brac stalls. The Market Hall has a particular reputation for its local food and drink enhanced by weekly cookery demonstrations from chefs.
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With some modification to the current offer, the Hall could be developed into a stunning ‘buy and eat’ market, with a regional reputation for local and speciality foods. This could be a stronger project if extended to include the Guildhall rooms and theatre.
SALUSHALL BRIGGEN GOURMET MARKET, GOTHENBURG
Salushall Briggen Gourmet Market is an excellent modern food market that has been created from a restored tram shed. It combines a range of delicatessen counters with extensive restaurant areas, both table service and counter service, interior and exterior. It anchors the trendy Linné neighbourhood. The characteristic of most successful modern food markets is that they are as much about eating on the premises as they are of buying.
Lead delivery partner: Derby City Council
Deliverability: Medium
Impact: Medium
DERBYSHIRE FOOD & DRINK PROGRAMME
There are a number of food festivals and events which take place around the region including the Derbyshire Food & Drink Festival organised by Derbyshire County Council which takes place in different venues each year.
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The food and drink programme could be co-ordinated and promoted jointly to present a more visible presence for local produce. Increased use of the DMS system more by organisers would also aid in this.
The county’s particular strength as a real ale destination, and the growing number of microbreweries, could also be promoted more assertively. Derby in particular is a centre for real ale as this is where much of the activity is concentrated.
Lead delivery partner: VPD/ Councils
Deliverability: Medium
Impact: Low
6.13 VISITOR SERVICES
VISITOR INFORMATION REVIEW
Visitor information provision has changed significantly in recent years as local authorities have been forced to close Tourist Information Centres and visitors increasingly use online and mobile sources of data.
There is now an important need to review the way that information is provided and to consider more flexible forms of provision. Initiatives that should assessed include working with commercial partners to provide information from other locations and considering how new technologies can best be used. Consideration should be given to how to reduce duplication in the provision of online information and apps.
The World Heritage site includes for example, Belper Ambassadors scheme where shop keepers and other business workers are trained to offer information and promote the area to visitors, this could be rolled out more widely if a review concluded that this sort of thing were needed.
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DARTMOOR (TAVISTOCK & OKEHAMPTON TICS)
Earlier this year West Devon Borough Council was forced to withdraw funding to save c.£50K – new solutions to providing information have had to be found. Initiatives include:
Training retailers as Ambassadors to help visitors
Encouraging visitors to scan QR codes displayed in shop windows to access online tourist information
Touch screen visitor information points at Waitrose with a website where bookings can be made
The museum of Dartmoor life will also be providing tourist information in house and would be staffed solely by volunteers
The existing visitor information strategy needs to be updated as part of a national review. VPD should work with Visit England and other DMOs to look at new models for the future. Relevant LA partners will be involved as appropriate to ensure local delivery.
Lead delivery partner: VPD/ Visit England
Deliverability: High
Impact: Medium
PLACE BRANDING AND SIGNAGE
There is need for more interpretation and signage, particularly off key routes such as the M1. The motorway services and Junctions 28-30 are key points for this. Signage and branding of events in Derby city should also be enhanced. To maximise the potential of events that currently happen in the city and to attract new
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events (particularly with a view to the added potential of MUSA) the city should have a range of event advertising opportunities that offer the opportunity to dress the city in festival mode, and/ or promote the event in advance and for the duration.
Lead delivery partner: VPD/ DCC
Deliverability: Medium
Impact: Medium
6.14 OTHER
BRAND
The most significant finding from the first stage of work was the inconsistency in the way in which the destination is branded. .
‘Most people believe that the Peak District should be the overarching destination brand and that the use of the Derbyshire Dales and the Staffordshire Moorlands for example dilutes the opportunities presented by the magnificence of the National Park.
A single brand should be agreed and promoted consistently’.
The reason that different names appear in different places is understandable. Local authorities are responsible for the signage which appears on roads and for the names they use on their websites. There is a natural desire to use the name of the authority. Unfortunately, this confusion of brands reduces the opportunity to present a single, strong destination.
Most visitors recognise ‘The Peak District’ as the brand for the National Park area. Many would also undoubtedly assume that towns on the edge of the National Park, such as Leek, Matlock, Buxton and Ashbourne were also part of ‘The Peak District’. A Peak District destination brand could spread beyond the boundaries of the National Park of course and embrace places which fall within the area as perceived by visitors.
A terminology would need to be agreed which allows the name to be used consistently alongside the destinations within it (for example Bakewell within The Peak District etc.)
It should also be agreed where it will be used, for example on websites, leaflets and visitor signage. There is a particular opportunity to promote the destination name clearly on road signs on the busy stretch of the M1.
There will need to be senior level commitment to the destination brand if it is to be implemented effectively. Visit Peak District should bring together senior representatives from each of the local authorities and present the case. It should be recognised that in adopting an agreed brand for the wider destination, this does
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 not of course impact negatively on existing destinations. The Lake District, for example, sits within Cumbria and includes destinations such as Windermere and Ambleside.
Lead delivery partner: VPD
Deliverability: High
Impact: High
BROADBAND CONNECTIVITY & MOBILE SIGNAL
Good, fast internet access and mobile phone signals are now expected by most visitors everywhere. Increasingly, visitors are using on line and mobile sources for information and interpretation.
In some rural areas in the National Park connectivity is limited.
Discussions should be held with providers to agree a strategy for improvements.
Lead delivery partner: VPD
Deliverability: Low
Impact: Low
WORLD HERITAGE SITE
The World Heritage Site should be highlighted for the purposes of this project but it should be recognised that the opportunity lies in and funding should be directed at the individual sites within the WHS. Improving the visitor experience at individual sites is likely to make the biggest impact rather than seeking to promote the WHS per se and this should be kept on the agenda.
Lead delivery partner: Arkwright Society
Deliverability: Low
Impact: Low
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6.15 SUMMARY
Name of Investment Location Current Description Investments needed Lead delivery partner Impact Deliverability Access Negotiations with operators Rail improvements Gateway towns Infrequent, outdated and expensive service /possible funding to improve VPD/DCC H H service Develop a similar scheme to in the National Forest where Hopper Negotiations with bus Bus service - Hopper bus Peak District VPD M M bus enables linkages between attractions and towns companies/funding Integrated transport - cycle friendly Bike racks on trains and Various Cycling friendly facilities on buses and trains is currently limited VPD M M buses buses Integrated transport information Peak District A more integrated approach needed Strategy needed VPD L L Would require significant Friends of Cromford Cromford Canal tunnel re-opening Cromford Led by friends of the canal, initial feasibility study completed L L levels of funding Canal Derby City Coach parking Derby/Derbyshire No/Limited coach parking in some towns Designate areas L L Council/DCC
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Attractions Plans are being developed to reopen the Mill as a new high quality Silk Mill Derby Support for funding Derby Museums M H museum
More visitor facilities Bugsworth Basin Buxworth No visitor centre or parking Canal & River Trust M M needed
South Derbyshire Rosliston Forestry Centre Rosliston Upgrade of visitor centre needed Support for funding M M District Council Fundraising underway for second stage of an ambitious 4 stage Cromford Mill Cromford Support for funding Arkwright Society H H development Disused warehouse with canal running through it. Redvelopment options include restoring the building and introducing a café, events Transhipment Warehouse Whaley Bridge Support for funding Canal & River Trust M M space, offices and holiday accommodation. New build alongside would house community facilities. A new boat lift for the proposed restored Derby Canal which will be a Derby and Sandiacre Derby Arm Project Derby Support for funding M L tourist attraction in a similar way the the Falkirk Wheel Canal Trust Scheme to restore the Hall and gardens and provide a visitor offer Staveley Hall Staveley Support for funding Staveley Town Council M H and community facilities. Rolls Royce Heritage Rolls Royce museum Derby Opportunity for iconic museum could be investigated further Feasibility study L L Trust Planning permission already granted for further development.The Support appropriate Mercia Marina Willington Boardwalk is now under construction which will add further Mercia Marina L L development restaurant/retail/office space and be completed in 2014 This aspect of the city's heritage is underplayed and funding is needed to develop e.g. a touring programme for the works. If a Joseph Wright Derby touring exhibition is successful in drawing visitors back to Derby Support for funding Derby Museums L M there must be a state of the art facility which impresses once visitors arrive Derbyshire County Museum could be refurbished as part of wider Buxton town Buxton Museum re-development Buxton Feasibility study Council/High Peak L L regeneration Borough Council Torr Vale Mill has been subject to many development plans to Support Preservation Trust Torr Vale Mill/Belper North Mill New Mills/Belper secure the building’s future.Belper North Mill is also at the same Preservation Trust L M in appropriate development stage as Torr Vale Mill.
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Accommodation Accommodation strategy Lack of serviced accommodation throughout - places particularly Serviced accomodation development Peak District for the Peak District. VPD H H noted Belper, Derbyshire Dales, NE Derbyshire Funding for strategy Accommodation (Variable quality) Peak District Variable quality of serviced stock particularly independent properties As above VPD M H
Conferences & Exhibitions Dedicated conference venue Derby The city does not have a purpose built venue Feasibility study Derby City Council H M High Peak Borough Glossop Town Hall Glossop Public hall currently empty and in need of restoration Feasibility study L L Council Destinations & Hubs Gateway cities & towns County Better promotional links between gateway towns & National park Destination strategies VPD L M Some important visitor destinations require development. Encourage Destination cities, towns & villages County the hubs to become cycle hubs as well by developing cycle hire Destination strategies facilities, businesses, connectivity with public transport. Local Authorities/ VPD H H A large scale research study needed which could properly identify Research study Derbyshire visitor flows and other useful information about how visitors use the Funding Peak District VPD H H Entertainment & The Arts
New theatre Derby 2007 study identified the need for a 1500 seat venue with fly tower. Capital and revenue funding Derby City Council M M
Strategy for sustainability, cultural Strategy for ongoing Derby Funding concerns Derby City Council H H venues sustainability
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Festivals and Events Funding is uncertain. Co-ordinated programme is needed to reduce Events team. Co-ordinated Derbyshire Arts Co-ordinated festivals programme Derbyshire M M costs & improve visibility annual programme Partnership Derby City Events plan to include Outdoor events spaces Derby and Derbyshire Public spaces need to be identified and used for events Council/Derbyshire M M suitable locations for events County Council Night-time Economy To ensure the visitor Encourage a pavement culture with more outdoor eating and drinking economy remains high Derby City Council/ Pavement culture Derby/Chesterfield to give the city a european feel/more vibrancy, development of more M M profile and ensure the Chesterfield BC civic spaces city/town is a safe place Use existing promotional Purple flag status Derby Promote the city's safety marque As above M M channels Activities and Sports Cycle trails - Support the extension Potential loop which could link the High Peak, Tissington and of trails not yet funded such as Wyedale to Buxton, Funding to complete the Monsal trail with Buxton has been confirmed but there are still some DCC M H wyedale to Buxton connecting the Cromford routes outstanding links to be made to which there is a commitment White Peak Loop to Cromford River Derwent provides a natural route for cycling and walking trails, Link trails along the whole Development of trails along WHS Derwent Valley DCC L M however, trails which connect the full length of the WHS do not exist of the WHS This is about inducing private sector businesses and attractions to Encouraging cycling friendly At cycling hubs and key be cycling friendly and give a cyclists welcome. If done together with Support programmes PDNPA M H businesses linking towns route development and hub improvements this could produce a cumulative effect and a big step change in the quality of the offer Develop Derby City as cycling In order to capitalise on the link between the velodrome and wider Derby City Action Plan Derby City M H friendly cycling inititives ERDF, HLF and DCC local transport plan funding has been secured to create an 11 mile walking and cycling trail. The project is one of Archaeological Way Pleasley to Creswell Funding to fill gap DCC L H the main projects to be funded through the Limestone Journeys HLF funded landscape partnership.
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Retail Lack of premium department stores and high voids in certain areas Deliver improvements in Retail Improvements Derby Derby City Council H M but there is a good independent offer retail strategy Retail improvement plan. University of Derby/ Retail Improvements Buxton Quality of the retail offer and customer service is lacking Retail Academy High Peak Borough M H (University). SME grants Council Pavilion Gardens Buxton Invest to improve the market and extend opening hours Funding As above H H £50m project, a high quality shopping and leisure area - will feature a major foodstore, shops and restaurants, a cinema, 80 bed hotel, Chesterfield BC/Private Northern Gateway Development Chesterfield Funding H H 85 homes, commercial floorspace, and replacement car parking partners spaces, plus an outdoor performance area. Chesterfield has recently completed over £4m refurburbishment on the Victorian Market Hall and the Open Market - additional work needs to be carried out on the Open Market to provide traders and Open Market Chesterfield Funding Chesterfield BC M H the public with a better trading environment to secure the future of Chesterfield markets. This aspiration will be a council priority in 2014/15 Food & Drink Derby Market Hall Derby Should be a showcase for quality local produce Feasibility study Derby City Council M M Expand food and drink fairs Expand Derbyshire food & drink Derbyshire Food and drink fairs/theme in its infancy as part of an events VPD/ Councils L M programme strategy
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Visitor Services Visitor Information review Peak District A need to find a more effective way of servicing visitor needs Update existing strategy VPD M H A need for more interpretation and signage, particularly off key routes such as the M1. The motorway services and Junctions 28-30 Place Branding and signage Peak District & Derby Strategy VPD/DCC M M are key points for this. Signage and branding of events in Derby city should also be maximised Other Consistent brand needed for Peak District area. To be applied Agreement amongst key Brand Peak District VPD/ Councils H H consistently on signage and promotional material. stakeholders; funding Discussions with service Mobile & Broadband connectivity Derbyshire Limited connectivity in some rural areas for visitor apps/websites VPD L L providers Has had inconsistent development and funding but the opportunity Pursue development See lies in developing individual sites rather than the WHS as a whole See individual World Heritage Site Derwent Valley Mills opportunities for individual Arkwright Society individual however the right investment in certain sites along the WHS is of sites sites as detailed sites high importance
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 7 TOURISM IMPACT TOOLKIT
7.1 INTRODUCTION
This section sets out summary guidance to those involved in investment decisions in the public sector on determining the potential value for money of tourism-related projects and programmes. It summarises how the economic impact of alternative interventions can be assessed. In doing so, the summary guidance seeks to assist the process of prioritising interventions, enabling choices to be made in a, as far as possible, consistent, transparent and rational way.
The resources allocated to assessing the economic impact of an intervention should be proportionate to the nature and scale of the project or programme under consideration. Interventions that are novel, contentious or involve a high level of risk will require more in-depth analysis, as will those that involve a significant amount of public expenditure. For smaller projects, it may be appropriate to undertake a higher-level assessment.
Assessing economic impact and value for money is not a straight forward task. However, this summary guide is intended to be accessible to non-specialists in order to provide an understanding of the principles involved and the appropriate methodology to apply. Where technical terms are covered, reference has been made to further detailed guidance. For certain projects, the assistance of suitably qualified and experienced appraisal practitioners may though be required.
7.2 PURPOSE AND SCOPE
It is envisaged that this guidance will primarily be used to support the early stage appraisal of tourism- related projects and programmes. Specifically, it provides a methodology for calculating the potential number of jobs and Gross Value Added (GVA)6 that could be generated by a given intervention. It should be noted that assessing the benefits of a project or programme is only one of the steps involved in appraising an intervention. Other issues, such as defining options and assessing risks, will also need to be considered as part of a comprehensive appraisal.
HM Treasury recommends that the ‘5 Case Model’ is used to assess the business case for investment decisions – this guidance is concerned with part of the ‘economic case’. It therefore does not cover strategic fit (‘strategic case’), the need for public funding and affordability (the ‘financial case’), commercial aspects (the ‘commercial case’) or achievability (the ‘management case’).
The assessment of economic impact, as part of project appraisal, is an important component of an intervention’s lifecycle, which will also include strategy development (rationale and objectives), monitoring, evaluation and feedback (see Figure 5). While the focus of this guidance is on appraisal, the processes and logic outlined in the toolkit below will also be relevant to other aspects of an intervention’s lifecycle, in particular monitoring and evaluation.
6 GVA is a measure of the economic value of goods and services produced in an area. It is defined by the Office for National Statistics (ONS) as “…the difference between the value of goods and services produced and the cost of raw materials and other inputs which are used up in production.” As such, GVA is an important economic indicator of the level of economic activity and productivity within an area/sector.
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 Figure 5: ROAMEF Cycle
IMPLEMENTATION
Source: HM Treasury ‘Green Book’
The toolkit outlined below encompasses an assessment of value for money, as determined by the relationship between total public sector costs (the resources an intervention uses up) and total benefits (including, in particular, the outputs and outcomes an intervention is anticipated to achieve). In appraisal guidance literature, value for money in this respect is commonly referred to as ‘efficiency’.
Although the focus of this guidance is on ‘efficiency’, it is important to note that this is not the only component of value for money that will need to be considered when appraising a given intervention. ‘Economy’ (the ratio of costs to inputs) and ‘effectiveness’ (the extent to which the intervention will achieve the desired objectives) are also key factors in determining overall value for money. Similarly, the strategic added value of an intervention and its other wider outcomes may also be important in deciding whether public sector support is justified.
7.3 ASSESSING ADDITIONALITY
In developing and appraising interventions it is important to assess their full likely consequences and to identify what their extra benefits will be compared with the likely effect of doing nothing or with doing minimum. An intervention that just supports activities that would have happened anyway or that would have a significant adverse effect on another area or group in society is not a good value investment. As such, the assessment of additionality forms a key part of this toolkit.
Within the now Department for Communities and Local Government’s (DCLG’s) guidance on Assessing the Impacts of Spatial Interventions, additionality is defined as:
“The extent to which activity takes place at all, on a larger scale, earlier or within a specific designated area or target group as a result of the intervention’’
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 The key components of additionality are summarised in Figure 6. Assessing additionality is not a mechanistic process; it involves informed judgements based on the best available evidence about the intervention. The Homes and Communities Agency’s (HCA’s) Additionaity Guide provides a technical and detailed explanation of assessing additionality. It is aimed principally at economists and other suitably qualified and experienced professionals, although it also provides a useful overview and introduction to the key concepts for non-economists.
Figure 6
Key components of additionality
Intervention options: these are the alternative ways or options that the public sector might choose in order to intervene to achieve its objectives.
Reference case: this is the estimate of what level of target outputs/outcomes would be produced if the intervention did not go ahead. It is the ‘do nothing’ or do minimum option and the outputs/outcomes produced under this option are referred to as deadweight. In some cases, deadweight might be estimated by assuming that a proportion of the total gross additional local effects would go ahead anyway under the reference case. However, the preferred approach is to construct and quantify a specific reference case scenario.
Gross direct effects: an estimate of the total effect of an intervention option or the reference case in terms of a specific output or outcome (for example, number of jobs or GVA).
Leakage effects: the number or proportion of outputs (occurring under the reference case and the intervention options) that benefit those outside of the intervention’s target area or group should be deducted from the gross direct effects.
Displacement: the number or proportion of intervention outputs (occurring under the reference case and the intervention options) accounted for by reduced outputs elsewhere in the target area should also be deducted.
Substitution effects: this effect arises where a firm substitutes one activity for a similar one (such as recruiting a jobless person while another employee loses a job) to take advantage of public sector assistance. Again these effects need to be deducted. However, in terms of tourism-related interventions, substitution effects will usually not apply and therefore they have not been considered as part of the toolkit.
Economic multiplier effects: further economic activity (jobs, expenditure or income) associated with additional local income, local supplier purchases and longer term development effects then need to be added.
Crowding out and crowding in: for very large interventions, consideration will also need to be given to crowding out and crowding in effects. These effects occur where increases in public expenditure cause other variables in the economy to adjust resulting in either a decline (crowding out) or increase (crowding in) in private expenditure. These effects are normally considered only in very large appraisals concerned with regional and national level impacts.
Source: Adapted from the HCA’s ‘Additionality Guide’
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 One important factor to consider when assessing the additional impact of an intervention is the target area and/or groups, as this can affect the assumptions in relation to leakage, displacement and multiplier effects. The target area or group should relate directly to the identified need (the rationale for intervention) and be wide enough to take into account spill over or unintended effects on other groups, areas or markets. It may be appropriate to consider the effects at different spatial levels, although commonly appraisals are carried out at the local authority or sub-regional level.
Another important early step in assessing additionality is measuring the baseline position. For tourism-related projects this will often relate to the number of visitors or quantum of visitor expenditure associated with a particular site/attraction or area at the beginning of the intervention period. However, care should be taken not to confuse the baseline with the reference case. The latter refers to what would happen if the intervention did not go head and could, for example, involve a decline or increase in the number of visitors compared to the baseline.
7.4 TOURISM IMPACT TOOLKIT
The methodology adopted to assess the economic benefit of tourism-related projects and programmes has been informed by guidance produced by VisitEngland7 and the Tourism Intelligence Unit at the Office for National Statistics (ONS).8 It also takes into account the requirements of government appraisal guidance, including the HM Treasury’s guide to Appraisal and Evaluation in Central Government (referred to as ‘The Green Book’) and the Homes and Communities Agency’s Additionality Guide.
The recommended approach to quantifying the economic impact of alternative interventions is set out in the toolkit below, relating to four principal measures of benefit: visitors; visitor expenditure; economic contribution (gross value added (GVA); and tourism-related employment. The estimation of a project’s employment and GVA impact will provide the basis for assessing value for money, in relation to the public sector cost per net additional job and the ratio of economic benefits to costs.
The toolkit is relatively detailed in scope, in part to ensure that it can be applied to a range of different tourism-related projects and programmes. However, through the use of benchmarks, it is possible to undertake a high-level assessment, which may be appropriate for smaller scale projects and those interventions which are only at concept stage. A worked example of how benchmarks can be applied is outlined in 7.5.
The toolkit draws principally on the use of existing secondary data sources. This reflects its focus on supporting the early stage appraisal of tourism-related interventions, when it may not yet be feasible to collect the necessary detailed project data. However, it will be important that more specific, primary data is collated, such as through the use of visitor surveys, as intervention proposals are worked-up.
7 VisitEngland ( ), What is Tourism Worth: Understanding the Value of Tourism at Regional and Sub-Regional Level. 8 ONS (2011), The Sub-Regional Value of Tourism in the UK in 2008.
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Visitors
Output Description Basis for estimate Published data sources / guidance
(i) Gross number of Estimate of the number of visitors In order to estimate the number of visitors, Preference should be given to primary data visitors attracted that are expected to be attracted by information can be used from the following or bespoke research of analogous schemes. the project. sources:
primary research, including use of visitor surveys; review of analogous schemes; and evaluations of the impact of comparative interventions.
(ii) Profile of visitors Profile of the visitors attracted, The profile of visitors attracted will depend on The GB Tourism Survey (GBTS) – measures attracted including: the type of project being assessed. volume and value of all domestic overnight Therefore, use should again be made of tourism number of day visitors; primary research and evaluation evidence relating to analogous schemes. http://www.visitengland.org/insight- number of overnight visitors; statistics/major-tourism- and Where primary / evaluation evidence is not surveys/overnightvisitors/index.aspx origin of visitors (from within available, reference can be made to benchmark ratios for Derbyshire. For The GB Day Visits Survey (GBDVS) – Derbyshire, from elsewhere measure of day visits, volumes and activities within the UK and from outside example according to VisitEngland data in of the UK). 2011, of the overall number of tourists to http://www.visitengland.org/insight- Derbyshire, approximately 90% were day statistics/major-tourism-surveys/dayvisitors visitors and 10% were overnight visitors. The International Passenger Survey (IPS) – Careful consideration should be given to measures of volume and value of inbound using such default values and the reasoning tourism to the UK why they are appropriate should be clearly explained. http://www.visitbritain.org/ insightsandstatistics inboundvisitorstatistics
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(iii) Net additional Net additional visitors attracted, Deadweight should be based on what would Homes and Communities Agency’s (HCA’s) visitors attracted taking account of: be expected to happen if the proposed Additionality Guide – provides guidance on project does not go ahead. It can often be how to calculate additionality and identifies a deadweight – the proportion of helpful to develop a ‘reference case’, range of benchmark additionality ratios visitors that would have come to modelling how visitor numbers might change https://www.gov.uk/government/uploads Derbyshire even in the absence without any intervention. of the project; and /system/uploads/attachment_data/file/ In relation to tourism-related projects, 191511/Additionality _Guide_0.pdf displacement – the proportion of deadweight can be quantified by estimating Department for Business, Innovation and visitors accounted for by the proportion of visitors for whom the project Skills’ (BIS’s) additionality guidance reduced visitor numbers is not the principal reason or is not one of the (Research to improve the assessment of elsewhere in Derbyshire. main motivating factors for making the visit. additionality) – sets out benchmark estimates Where the project is one of a number of Net additional visitors attracted will of additionality at the sub-regional and region motivating factors, deadweight should still be equal: level applied, reflecting the comparative influence AI = GI x (1-D) x (1-Dp) of the scheme on a visitor’s decision to make https://www.gov.uk/government/ Where: the trip. Ideally, the estimates of deadweight uploads/system/uploads/attachment_data/ should be based on visitor surveys of file/191512/Research_to_improve_the_ AI = Net additional impact analogous schemes. assessment_of_additionality.pdf GI = Gross impact D = Deadweight Benchmark deadweight ratios are provided Dp = Displacement by the Department for Business, Innovation and Skills (BIS) and the Homes and Communities Agency (HCA), but care should be taken when using such benchmarks to ensure they are appropriate and reasonable in relation to the project under consideration. As a rule of thumb, displacement should equate to the proportion of visitors who are expected to come from within Derbyshire. For most projects, it is likely that a large proportion of expenditure by visitors from within Derbyshire would still occur within the sub-region even in the absence of the proposed intervention. Therefore, the project would be displacing this spend from other
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Visitor expenditure
Outcome Description Basis for estimate Published data sources / guidance
(I) Gross visitor Estimate of the total expenditure of So as to estimate the gross visitor GBTS – measures volume and value of all expenditure visitors expected to be attracted by expenditure associated with a project, domestic overnight tourism the project. average spend per visitor figures should be http://www.visitengland.org/insight- calculated for each visitor type (specifically statistics/major-tourism- day visitors, overnight visitors and visitors surveys/overnightvisitors/index.aspx from overseas). GBDVS – measure of day visits, volumes and These estimates should again be determined activities using information from primary research and evaluation evidence relating to analogous http://www.visitengland.org/insight- schemes. statistics/major-tourism-surveys/dayvisitors If it is not feasible to undertake primary IPS – measures of volume and value of research and/or evaluation evidence is not inbound tourism to the UK available, reference can be made to benchmark ratios for Derbyshire. For http://www.visitbritain.org/ example, according to VisitEngland data in insightsandstatistics inboundvisitorstatistics 2011, day visitors spent on average £29.27 /latestdata/index.aspx while overnight visitors spent £134.10 per trip. The average spend recorded by the IPS for visitors to Derbyshire from overseas in 2011 was £392.38. Average visitor spend figures should be applied to the estimates of visitor numbers for each visitor type, so as to calculate the total gross visitor expenditure generated by the proposed project.
(ii) Net additional Net additional visitor expenditure, The estimates of deadweight and HCA’s Additionality Guide – provides displacement should correspond to the guidance on how to calculate additionality
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 visitor expenditure adjusting for: assumptions made in relation to net and identifies a range of benchmark additional visitors attracted. additionality ratios deadweight – the proportion of visitor expenditure that would Leakage will relate to the extent to which https://www.gov.uk/government/uploads be incurred in Derbyshire expenditure by visitors is expected to be on /system/uploads/attachment_data/file/ anyway, even in the absence of goods and services located outside of 191511/Additionality _Guide_0.pdf the project; Derbyshire. This will depend, in part, on the BIS’s additionality guidance (Research to geographical location of the project. It will improve the assessment of additionality) – displacement – the proportion of also vary by visitor type, with, for example, sets out benchmark estimates of additionality visitor expenditure that would the expenditure of overseas visitors often at the sub-regional and region level be accounted for by reduced being more widely dispersed. spend elsewhere in Derbyshire; https://www.gov.uk/government/ In order to determine the level of expected uploads/system/uploads/attachment_data/ leakage – the proportion of leakage, where feasible, primary research file/191512/Research_to_improve_the_ visitor expenditure that would be should be undertaken of visitors to the local assessment_of_additionality.pdf incurred outside of Derbyshire; area. Reference should also be made to and analogous research / evaluations. Scottish Government’s Input-Output tables – provides information on multiplier effects for multiplier effects – further Multiplier effects can be difficult to quantify. individual Scottish industries, which economic activity associated However, there are a number of ways in demonstrates the extent of the difference with additional local income and which estimates can be derived, including: local supplier purchases between various sectors surveys of businesses and employees; multiplier effects. http://www.scotland.gov.uk/Topics/ Net additional visitor expenditure review of previous research/evaluations; Statistics/Browse/Economy/Input-Output will equal: use of existing economic models for AI = GI x (1-D) x (1-Dp) x (1-L) x M Derbyshire; and Where: reference to published input-output tables. AI = Net additional impact GI = Gross impact STEAM data for Derbyshire suggests an D = Deadweight indirect (supply chain) multiplier of 1.40, Dp = Displacement whereas guidance produced by BIS identifies L=Leakage sub-regional composite (indirect and induced) M=Multiplier multipliers varying from 1.20 to 1.98, depending on the type of intervention. In using data from secondary sources such as the Scottish Input-Output tables or from
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 econometric studies, care should be taken to consider the spatial level at which the multipliers have been calculated.
Tourism-related employment
Outcomes Description Basis for estimate Published data sources / guidance
(i) Gross employment Estimate of the gross number of An estimated of the gross number of jobs that Annual Business Survey (ABS) – provides a jobs that are expected to be might be created by a project can be breakdown, at Standard Industrial created by the project. calculated by dividing the gross visitor Classification 2007 Division level, of total expenditure by an average spend per job turnover, approximate gross value added and figure. Analysis developed by Caledonian total employment Economics for the Tourism Alliance and http://www.ons.gov.uk/ons/publications/re- VisitBritain identified that an increase in reference-tables.html?edition=tcm%3A77- tourism revenue of circa £50,000 will support 303374 one new job. HCA’s Employment Densities Guide – sets Alternative spend per job figures for a range out guidance to assist appraisers in the specific sectors, such as food and estimation of employment generated by accommodation, can be derived from the property development based on employment Annual Business Survey, which sets out density ratios. A range of benchmark ratios turnover and employment data at the UK for different uses are identified within the level. guide In calculating the employment impact, it http://www.homesandcommunities.co.uk/ should be made clear whether the increase in employment-densities-guide-2nd-ed tourism expenditure, and consequential increase in employment, is a ‘one-off’ or will be sustained for a number of years.
For projects that involve the development of commercial floorspace or operation of a new facility/service, it may be appropriate to also calculate the direct ‘on-site’ employment impact. Where the quantum of development is known, standardised employment density ratios can be applied to derive an estimate of the number of jobs created (see HCA’s
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 Employment Densities Guide). Care should be taken to avoid double counting. Where ‘on-site’ activity is supported by visitor expenditure, the employment impact of this activity will have already been taken into account in dividing the overall gross visitor expenditure by an average spend per job figure.
(ii) Net additional Net additional employment, taking The estimates of deadweight, HCA’s Additionality Guide – provides employment account of: displacement, leakage and multiplier guidance on how to calculate additionality effects should correspond to the and identifies a range of benchmark deadweight – the proportion of assumptions made in relation to net additionality ratios jobs that would have been additional visitor expenditure. created anyway, even in the https://www.gov.uk/government/uploads absence of the project; A further adjustment should be made for /system/uploads/attachment_data/file/ leakage to reflect how many of the jobs 191511/Additionality _Guide_0.pdf displacement – the proportion of created are expected be taken-up by non- BIS’s additionality guidance (Research to jobs that would be accounted Derbyshire residents. for by reduced employment improve the assessment of additionality) – elsewhere in Derbyshire; Leakage can be estimated through the use of sets out benchmark estimates of additionality a number of potential sources: at the sub-regional and region level leakage – the proportion of jobs that would be taken-up by published secondary sources, such as https://www.gov.uk/government/ residents outside of Derbyshire; travel to work information; uploads/system/uploads/attachment_data/ and file/191512/Research_to_improve_the_ local business surveys undertaken; assessment_of_additionality.pdf multiplier effects – further labour market studies; economic activity associated Nomis / Census UK travel flows – includes with additional local income and evaluations of previous programmes may datasets outlining area of resident and area local supplier purchases have included estimates of leakage; and of workplace at local authority and ward level multiplier effects. surveys/primary research. http://www.nomisweb.co.uk/ Net additional employment will equal: Benchmark leakage ratios are provided in guidance produced for BIS and the HCA, AI = GI x (1-D) x (1-Dp) x (1-L) x M Where:
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 AI = Net additional impact GI = Gross impact D = Deadweight Dp = Displacement L=Leakage M=Multiplier
Economic contribution (gross value added)
Outcomes Description Basis for estimate Published data sources / guidance
(i) Gross GVA (per Estimate of the gross GVA that is As the basis for calculating the gross GVA ONS Tourism Intelligence Unit – sets out an annum) expected to be generated by the generated by a project, a benchmark ratio of analysis of the economic value of tourism project. visitor expenditure to GVA can be applied. within the UK regions, sub-regions and local areas Based on data produced by the Tourism Intelligence Unit, relating to the size of the http://www.visitengland.org/insight- tourism economy within Derbyshire, it is statistics/other-resources/ONS/index.aspx estimated that the overall ratio of GVA to Annual Business Survey (ABS) – provides a visitor expenditure is 0.39:1. In other words, breakdown, at Standard Industrial for every £1 of visitor spend, 39p of GVA is Classification 2007 Division level, of total generated within the local economy. turnover, approximate gross value added and This ratio should be applied to the estimate of total employment gross visitor expenditure for the project. http://www.ons.gov.uk/ons/publications/re- Where ‘on-site’ employment is expected to be reference-tables.html?edition=tcm%3A77- created, and this has not already been taken 303374 into account through the assessment of visitor expenditure, data from the ABS can be used to calculate average GVA per employee benchmarks. Based on ABS data, within Derbyshire the average GVA per full-time equivalent tourism- related employee is circa £35,000.
(ii) Net additional GVA Net additional GVA, adjusting for: The estimates of deadweight, HCA’s Additionality Guide – provides displacement, leakage and multiplier guidance on how to calculate additionality
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 (per annum) deadweight – the proportion of effects should correspond to the and identifies a range of benchmark GVA that would be generated in assumptions made in relation to net additionality ratios Derbyshire anyway, even in the additional visitor expenditure. https://www.gov.uk/government/uploads absence of the project; /system/uploads/attachment_data/file/ displacement – the proportion of 191511/Additionality _Guide_0.pdf GVA accounted for by reduced GVA elsewhere in Derbyshire; BIS’s additionality guidance (Research to leakage – the proportion of GVA improve the assessment of additionality) – that would be generated outside sets out benchmark estimates of additionality of Derbyshire; and at the sub-regional and region level multiplier effects – further https://www.gov.uk/government/ economic activity associated uploads/system/uploads/attachment_data/ with additional local income and file/191512/Research_to_improve_the_ local supplier purchases assessment_of_additionality.pdf multiplier effects.
Net additional GVA will equal: AI = GI x (1-D) x (1-Dp) x (1-L) x M Where: AI = Net additional impact GI = Gross impact D = Deadweight Dp = Displacement L=Leakage M=Multiplier
(iii) Cumulative net Estimate of the overall net The total cumulative GVA impact of a project BIS’s RDA evaluation, practical guidance – additional GVA additional GVA expected to be will be determined by how long the benefits identifies estimates of persistence for a range generated over the life of a project are expected to persist for. The persistence of project types, including ‘image, events and of benefits will depend on the capacity of the tourism’ individual/s or organisation/s involved to http://www.bis.gov.uk/files/file54095.pdf sustain the impacts of an intervention. The level of persistence will also vary between HM Treasury’s Green Book – Annex 6 sets different types of project. out how to calculate the present value of
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 Estimates of persistence for a range of costs and benefits and the discount factors to project types were produced by be applied PriceWaterhouseCoopers (PwC) as part of https://www.gov.uk/government/uploads their evaluation of the impact of Regional /system/uploads/attachment_data/file Development Agency interventions. These /220541/green_book_complete.pdf vary from between 2 to 10 years. In addition, consideration should be given to the potential for benefits to diminish over time, as opposed to remaining constant. The annual profile of GVA impact should be set out and the total cumulative ‘present value’ calculated, using the ‘social time preference rate’ (STPR) identified within the HM Treasury’s Green Book – the recommended discount rate is 3.5%.
Value for money
Indicator Description Basis for estimate Published data sources / guidance
(i) Cost per job Public sector cost per net additional In order to determine the cost per job HM Treasury’s Green Book – Annex 6 sets job created by the project achieved by a project, first the annual cash out how to calculate the present value of flow of public sector costs should be costs and benefits and the discount factors to identified and their ‘present value’ calculated. be applied Again, the public sector costs should be https://www.gov.uk/government/uploads discounted using the STPR of 3.5%. /system/uploads/attachment_data/file The total discounted public sector cost should /220541/green_book_complete.pdf then be divided by the number of net additional jobs to determine the project’s cost per job ratio.
(ii) Benefit cost ratio The ratio of net additional GVA to The benefit cost ratio for a project will equate Department for Communities and Local public sector cost to the £’s of cumulative net additional GVA Government’s (DCLG’s) guidance on valuing generated per £1 of public sector funding. the benefits of regeneration – outlines a range of comparative benefit cost ratios by
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stage 2 d2n2 report derbyshire 031213/2014-01-17 18:58 activity type https://www.gov.uk/government/ uploads/system/uploads/attachment _data/file/6382/1795633.pdf
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7.5 HIGH-LEVEL WORKED EXAMPLE
A simple, high-level worked example is set out below, using some of the benchmarks identified in the toolkit above. For complex, larger scale projects, a more detailed assessment should be undertaken, ideally with primary research carried out to support the assumptions applied.
Figure 7: High-level worked example
Programme of food and drinks events
Visitors (i) Gross visitors 60,000 attracted (ii) Profile of visitors 54,000 day Based on VisitEngland data, average 6,000 overnight split for Derbyshire (90% day, 10% overnight) (iii) Net additional 34,022 Based on benchmarks for deadweight visitors (7.5%) and displacement (38.7%) contained in BIS guidance Visitor expenditure (i) Gross visitor £2,385,180 Based on VisitEngland data, average expenditure spend for Derbyshire (£29.77 day, £134.10 overnight) (ii) Net additional £1,875,857 Based on benchmarks for deadweight visitor expenditure (7.5%), displacement (38.7%) and multiplier effects (1.46) contained in BIS guidance Allowance for leakage of spend of 5%
Tourism-related employment (i) Gross 48 Based on average spend per job employment figure from Caledonian Model (£50,000) Jobs are one year full-time equivalents (ii) Net additional 30 Based on benchmarks for deadweight employment (7.5%), displacement (38.7%) and multiplier effects (1.46) contained in BIS guidance Allowance for leakage of spend of 5%, allowance for leakage of employment of 20% based on Census travel flow data Jobs are one year full-time equivalents Economic contribution (GVA)
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(i) Gross GVA per £930,220 Based on ONS Tourism Intelligence annum Unit data (GVA to expenditure ratio of 0.39:1) (ii) Net additional £731,584 Based on benchmarks for deadweight GVA per annum (7.5%), displacement (38.7%) and multiplier effects (1.46) contained in BIS guidance Allowance for leakage of spend of 5% (iii) Cumulative net £731,584 Annual programme of events, benefits additional GVA persist for one year
Value for money (i) Public sector £3,332 Based on assumed annual public cost per job sector cost of £100,000 (impact relate to one-year of funding) Cost per job ratio based on employment that will persist for one- year (ii) Benefit cost ratio 7.3:1 Based on assumed annual public sector cost of £100,000 (impact relates to one-year of funding) For every £1 of public sector funding, £7.3 of net additional GVA will be generated
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